A volunteer position focused on assisting the Executive Leadership Team on strategic initiatives and operational performance improvement projects including: - Potential integration of a community senior care program with the existing Adult Day Program- Performing a Variance/Impact analysis of proposed Assisted Living regulations with current Personal Care regulations; - Assist in preparing for annual state personal care inspection;- Develop numerous reports related to Medical Data Set scoring, Medicare therapy and nursing days calculations

Assisting a local senior services organization revise its strategic plan. Refocusing its initiatives away from a 'service delivery' model to a 'life enriching opportunities' model. Significant emphasis on collaboration with multiple organizations.

Oversee all aspects of a multi-site medical/surgical practice. Reduced AR by 75%. Completed implementation of new practice management and EMR system. Reduced turnover. Enhanced the Hearing Services Department. Implemented a new performance review process. Managed all aspects of daily practice operations including accounts receivable, accounts payable, payroll and financial operations, contracting, marketing, and human resources. Supervision of 30 employees.

Oversee contracting, credentialing, billing, and accounts receivable for 100 physicians in 19 private medical practices located in Pennsylvania, Maryland and Delaware. Research areas of concern and take corrective action. Meet monthly with client practices to review financial performance. Supervise staff in 3 departments.

Managed a physician-direct professional association dedicated to enhancing small, independent radiology practices. Reported to a 10-physician board representing 5 Central PA radiology practices. The network focused on developing collaborative initiatives among the member practices that would result in quality improvement – both clinical and practice performance. Projects included:CLINICAL PERFORMANCE:- Development of protocols and appropriateness criteria for specific imaging procedures;- Sharing of mammography quality indicators to identify areas of potential performance improvement by individual physician and by practice;- Conducting locally provided continuing medical education programsPRACTICE PERFORMANCE:- Designed and conducted referring physician satisfaction surveys;- Conducted a comparative analysis of hospital imaging department staffing levels;- Developed joint initiative for physician recruitment

A corporate level position working with senior management to merge two large, competing health systems. Actively involved with - Developing the new organization’s strategic plan; - Evaluating market capacity under various managed care assumptions; - Analyzing other organizations for potential alliance; and - Consolidating two acute care hospitals unto one site. Designed, implemented and analyzed a market research project to determine consumers' awareness of Pinnacle Health System, perceptions on the reputations of our hospitals, and preferences for ambulatory care services. Implementing target marketing for various services by utilizing software to link consumer psychosocial behaviors with health care utilization.

A project-focused position requiring a broad spectrum of skills to both develop strategic long range goals and implement programs to achieve short term objectives. The position reported to the executive level Senior Vice President of Subsidiary Organizations and assisted the SVP manage a diverse array of 20 companies at 16 locations with $23.9 million in net revenues. A high degree of personal interaction was needed to achieve appropriate integration across departmental and company lines. Accomplishments include:• Market Research and Feasibility Studies: Studies for skilled nursing facilities, and senior living facility, and an ambulatory surgical center, Forecasted physician demand; inpatient and outpatient demand using the Sachs Market Planner; demographic analysis; feasibility study for inpatient psychiatric services.•Financial Modeling and Feasibility Studies: two skilled nursing facilities; senior independent living facility; clinical menopausal services for a women’s health center; inpatient psychiatric services; outpatient radiation therapy center. • Strategic Planning: development of a senior living campus; regional primary care physician demand and placement strategy; master site development for a small suburban hospital.• Program Planning and Implementation: breast diagnostic and treatment program; outpatient diagnostic cardiology services; integration of subsidiary business plans with corporate strategic goals. • Acquisition Analyses: seven primary care practices. • Facilities Planning, Design and Construction: multi-specialty medical office building; numerous site selection and construction projects; relocation planning; replacement of an urban primary care center; development of a corporate-wide facilities plan; Operating Room and acute care renovations; campus parking analysis.

Responsible for daily operations of three family medicine centers and two urgent care centers. Two of the centers were new start-up sites.

Responsible for all administrative functions related to the activities of two large family practice centers consisting of 7 faculty physicians, 18 residents, and 40 support staff, and a budget of $1.2 million. One site was an inner city practice, the other a suburban practice.

Responsible for maintaining the regional health planning agency's databases and preparation of four sections of the annual eight county regional health plan.